Coaching has exploded in popularity over the past 30 years, delivering significant results for organisations worldwide. One of the most effective and widely used frameworks is the GROW model, which provides a consistent and structured approach to coaching.
The GROW coaching model, originally attributed to Graham Alexander in the mid-1980s, became mainstream after appearing in John Whitmore’s 1992 book “Coaching for Performance.” Since then, it’s become a go-to methodology for coaches and organisations alike.
If you're still unsure about adopting a coaching culture in your organisation, take a look at the data. A CIPD white paper highlights the growing importance of coaching in today’s business landscape:
Additionally, 93% of HR practitioners see coaching as a key mechanism for transferring learning from the classroom back into the workplace, making it an indispensable tool for driving employee performance and development.
Despite the benefits, the CIPD report also identified some challenges. Many organisations lack a clear coaching strategy, and only 5% of companies report having all their managers trained to coach.
One of the most significant issues is the evaluation and measurement of coaching outcomes. Without a rigorous evaluation process, it can be difficult to measure the behavioural changes that coaching is meant to drive.
Effective coaching can address a range of performance barriers, whether the issue is:
For example, if a team member says, “I don’t know how to do it,” this signals a skills gap. If they say, “I can’t do it,” it suggests a belief issue. Understanding these differences is key to selecting the right coaching approach.
Different situations call for different coaching methods. Knowing when to use a directive or non-directive coaching approach is essential for effective leadership.
Directive coaching is most effective when addressing skills or knowledge gaps, especially when time is short. In this approach, the coach has the necessary expertise and provides guidance, instruction, and even demonstrations.
Directive coaching works well when:
This approach focuses on transferring capability efficiently. It’s especially helpful when demonstrating a task and allowing the coachee to practice it in their own words and style.
Key steps for directive coaching:
Non-directive coaching, on the other hand, is ideal when the coachee needs help exploring a belief issue or when they are already experienced and capable. This approach is common in areas like career coaching, counselling, or motivation.
In non-directive coaching, the coach doesn’t offer solutions or make judgements. Instead, they focus on:
This approach is highly effective when the coach isn’t a subject matter expert or when the coachee needs help building confidence or addressing personal barriers. The key is to listen more than talk and let the coachee set the pace and direction of the conversation.
One of the most effective frameworks for both directive and non-directive coaching is the GROW model. This simple yet powerful structure helps coaches guide conversations in a productive and results-oriented way.
The GROW acronym stands for:
By using this model, you can ensure that coaching sessions remain focused and effective, regardless of whether you are taking a directive or non-directive approach.
Incorporating coaching into your organisation can unlock potential, drive performance, and foster a culture of continuous development. But remember—successful coaching isn’t just about having conversations. It requires the right tools, frameworks, and strategies to deliver consistent, measurable results.
Many thanks,
Alex & The Excel Team
P.S. If you would like to discuss any of your other learning & development challenges, book in your discovery call.
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